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In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm's survival. Yet, in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resources practices... More

This digital collection, curated by Harvard Business Review, includes three important books by experts in the human resources field-The HR Scorecard, The HR Value Proposition, and Human Resource Champions. Learn how individuals in human resources can partner with line managers to make organizations ... More

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A new economic paradigm has, in recent years, focused on human capital and intangible assets as the most important, though perhaps least understood, factors in determining business performance. Advocating a High Performance Work System to maximize the quality of human capital, and a move from indivi... More

In order to achieve strategy alignment, managers must first understand how value is created in their firm, and then must develop a measurement system based on that value chain. This chapter offers a seven-step process to help integrate HR into a business-performance measurement system, emphasizing t... More

A comprehensive HR Scorecard, though unique to each company, should cover four major themes: key human resource deliverables that will highlight HR's role in your firm's overall strategy, a High-Performance Work System, the alignment of that system with firm strategy, and the efficiency with which d... More

The development of what the authors call cost-benefit analysis--used to calculate the return on investment (ROI) of specific HR programs and interventions--should derive from the firm's strategy and operational goals, complementing the development of the HR Scorecard. This chapter focuses on data co... More

The performance-measurement system you use plays an important role in securing HR's credibility and determining its place in the firm. A sound measurement system improves HR's decision-making by focusing on aspects of the organization that create value, and provides a valid and systematic justificat... More

Alignment, a word that seems to be on everyone's lips in the business world these days, requires that human resource and line managers develop a shared view of HR's role. This chapter introduces several different approaches to measuring your organization's alignment between the HR system that produc... More

If HR professionals are going to take full advantage of the lessons in this book on implementing a strategic HR architecture, they will have to broaden their professional competencies to include what the authors call strategic performance management. This chapter examines the skills HR professionals... More

What are the challenges involved in implementing a strategically focused HR architecture and HR Scorecard? The authors provide a seven-step model for planning and evaluating the change management activities associated with implementation efforts. From the early stages of deciding who should lead cha... More

Senior managers and readers of popular business literature are probably familiar with the mantra that people are the new source of competitive advantage. But despite all the talk about a new strategic emphasis on the workforce, most companies haven't yet capitalized on the opportunity for strategic ... More

Workforce or talent strategies don't matter strategically in their own right. They matter only when they make a difference in strategy execution. This chapter provides the business case for the importance of linking workforce strategy to strategic capabilities. It also describes several approaches t... More

Clarifying your firm's strategy and the strategic capabilities needed to execute it is a crucial first step in the process of developing a differentiated workforce. The next step in the process is to identify the strategic jobs essential for delivering the firm's strategic capabilities, as well as t... More

How do we ensure that firms clearly understand the unique strategic capabilities required to execute their business strategies and develop a differentiated workforce strategy? The first step is to recognize that the workforce is not just HR's problem, and that line managers and HR leaders have joint... More

It is important that a firm's workforce strategy--and its workforce--is as differentiated as its business strategy. In this chapter, the authors discuss the importance of developing a culture of accountability and a workforce philosophy to help drive successful strategy execution. They show you how ... More

When thinking strategically about the workforce, senior managers are almost always motivated by concerns about both employee performance and, ultimately, firm performance. Senior HR executives are often asked to demonstrate HR's contribution to firm performance during a discussion of measures, but t... More

When it comes to workforce strategy, most line managers and HR professionals understand that the game has changed, but they aren't quite clear about the new rules. As a result, change is slow and often in the wrong direction. In this new era, you need to differentiate your workforce in its managemen... More

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Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.Many companies fall into the trap of spending too much time and money on low performers, while high performe... More

Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what t... More